Brief introduction to Leadership and Management

2. At the end of the lesson learners should be able
to:
 Distinguish between leadership and
management
 Understand the different classifications of
leadership
 Know the difficulties of defining leadership

3. What do the following people have in
common?
 Bill Gates
 Alan Sugar
 Richard Branson
 Barack Obama
 Stuart Rose
 David Cameron
10 mins

4.  Leadership is the interpersonal process involving
attempts to influence other people in attaining
some goal.(Black et al 2005)
 Management on other hand (from Old French
ménagement “the art of conducting, directing”,
from Latin manu agere “to lead by the hand”)
characterises the process of leading and directing
all or part of an organization, often a business,
through the deployment and manipulation of
resources (human, financial, material,
intellectual or intangible)

5.  Lets think it!!!!!!!!!!!!!!!!!!

6.  Based on dimensions:

7.  Based on processes:

8.  The model shows the relationship between four key factors that
contribute to leadership success or failure.These are:
 The Leader:This is the person who takes charge, and directs the group's
performance.
 Followers:These are the people who follow the leader's directions on
tasks and projects.
 The Context:This is the situation in which the work is performed. For
instance, it may be a regular workday, an emergency project, or a
challenging, long-term assignment.Context can also cover the physical
environment, resources available, and events in the wider organization.
 Outcomes:These are the results of the process. Outcomes could be
reaching a particular goal, developing a high-quality product, or resolving
a customer service issue.They can also include things like improved trust
and respect between the leader and followers, or higher team morale.
 - See more at: http://www.mindtools.com/pages/article/leadership-
process.htm#sthash.r5dgmYZz.dpuf

9.  The five factors are:
 1. Conscientiousness
Dependability, responsibility, perseverance, achievement, prudence, task
focus
The more conscientious a leader the more effective the leadership, with a
few exceptions.
 2. Emotional Instability or sometimes Neuroticism
Both unfortunate label choices as it forces speaking in the negative, such
as “Neuroticism is negatively correlated with leadership effectiveness.”
Research confirms the obvious; the most successful leaders are
emotionally stable.
 3. Agreeableness
Personal warmth, a preference for cooperation over competition, trust,
acceptance of others
This trait also correlated with leadership effectiveness however may be
less useful in situations requiring assertiveness.

10.  4. Extraversion
Sociability, gregariousness and talkativeness
Assertiveness and dominance
Extraversion is positively correlated with leadership
effectiveness. Extraverts develop a greater quantity of
relationships which can be drawn on as leadership resources.
 5. Openness
Open to new experiences, value intellectual matters,
interested in unusual thought processes, seen as thoughtful
and creative.
Leaders exhibiting openness have more sources of input,
more information and tend to make better decisions because
of the increased input